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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Decision Making Argument Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | 1-3 h | 60-180 min |
Participantsdifferent | 2-12 | 4-10 | 1-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Argument Map, Evidence Gaps, Decision Rationale | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | SensemakingDecisionRationale | ComplexitySensemakingDecision |